Success Stories

This mid $30 million in revenue, 17-year-old privately held meat processing company had decent revenue growth but profits were erratic.  The company had lost money in 2012 and had budgeted a $250,000 loss in 2013.  Management systems were very weak.  The company was struggling trying to implement a new ERP system.  Leadership was poor. The owner was 71 years young but was hoping for an eventual exit.  We were asked to identify the drivers of erratic profitability and implement solutions while also preparing the company for an eventual sale.

A large credit union wanted to build a 3-year growth plan for approval by its Board of Directors in less than two months.  The challenges, besides time, were that the very involved Board of Directors had previously outlined some ‘aspirational strategies’ that the organization’s leadership team was struggling to understand, and the Board had a different perspective on what the goals of the growth plan should be.  

A $90 million food manufacturer had enjoyed great growth in previous years as demand exceeded supply but recently supply exceeded demand and the market had turned and the company needed to redefine how it approached the market and its customers. The new CEO realized the company needed a new process to develop new products, a longer term growth plan and a new approach to sales. He also needed these solutions quickly.

A large shotgun manufacturer wanted to improve its growth performance by aligning its leadership team on defined goals and strategies. The company had initiated some strategic planning sessions but the organization had not bought into the goals or the planning process. The president realized that he needed some external guidance and expertise to effectively develop the company’s plan.

A mid-sized manufacturer of compound bows and archery equipment was performing poorly financially and operationally. Management tried a few times to make improvements and changes to the areas it thought was the root causes of the issues but that did not improve performance. The company therefore asked us to conduct an assessment to help identify root causes and recommend solutions...

A 300 plus person division of a printing and manufacturing company had no sales strategy to address the major changes occurring in its market. If they continued on this same course they would be virtually out of business in a couple of years.

Growth Strategy Partners pulled together a senior leadership team to address the threat to their business. As in strategic planning, we analyzed market segments, identified the method of competition for their business and identified specific strategies and tactics to turn around the market decline...

A 100 person design build construction company had grown aggressively in the past few years and the CEO was concerned that the current leadership team would not be able to sustain its growth. The current team had joined the company when business conditions were strong and stable and now with a weaker and more dynamic economy, the company needed a team that could lead in more challenging circumstances.

A 100 person design build construction company was challenged with building its backlog. The company’s sales team was losing focus on its core markets and customers while also not identifying enough prospects to build a significant pipeline. Accountability and goal setting was also lacking in the sales organization.

Growth Strategy Partners was engaged by the leadership team and sales teams to assist building its backlog and more specifically a process to continually build sales. We helped the company refocus its efforts on its core customers and markets while also developing metrics to track accountability and performance relative to sales efforts.

This small insurance agency was not showing real growth, but simply increasing revenues in line with premium increases. The owner wanted to double the size of his business but didn’t know if his current team could drive growth. The agency did not have a written plan and a poor track record of implementation

Growth Strategy Partners worked with the senior leadership team to develop their first strategic plan that focused on growth, leveraging the strength of their best market niches and their proven method of competition.

A 5 person direct marketing company serving non-profits was challenged with establishing a systematic lead generation campaign along with closing the leads it generated. The company was currently cold calling prospects and then selling the company mostly leveraging its unique design of direct marketing collateral.

Growth Strategy Partners conducted an evaluation of its marketing process along with understanding the results that were expected from the client. 

A 17 person wealth management company was looking to ‘revitalize’ and improve its annual strategic planning offsite. Although the company had been growing over 20% and conducting yearly off-site strategic planning sessions where goals and strategies were defined, the strategies defined typically ‘lost steam’ throughout the year and lacked marketing initiatives the owner believed the company needed to continue the growth. The owner had lead the earlier strategy sessions and believed he may be indirectly silencing input from his team due to his title and aggressiveness.

The owner of a small third party logistics company was trying to retire but he could not sell his company for what he needed to retire.  One of the challenges was that sales had not grown due to a lack of selling resources and skills.  Read more to see how we helped the owner achieve his exit goals.